Meet Deanna Strable, president and CEO, Principal®
In the early part of my career, I spent moments in uncomfortable situations.
I joined Principal in 1990 as an actuary. In 1992, I took an assignment in Belgium, leaving the United States for the first time. Europe seemed years behind when it came to women in business, and the role left me feeling lonely.
Then in my 30s, I became the youngest senior vice president ever at Principal. I often found myself in meetings surrounded by mostly male coworkers 20 to 25 years older.
In both situations, I created challenges for myself—in Belgium to meet people at an English-speaking church, at Principal to speak at least three times in every meeting—to get past that uncomfortable space. It worked, and gave me a vision for how I could help others clear their professional hurdles. I learned you can be successful in your own way. You don’t have to emulate someone else.
Work and home fitting together
I learned I had to find an organizational fit for my life. I had watched women with their guards up, rarely discussing family. Instead, I made it a point to tell stories about my family to coworkers. I openly juggled sporting events and kids’ concerts with my office schedule.
In 2005, my parents were in a car accident that killed my father and seriously injured my mother. I shifted into caregiver, sleeping at the hospital for three months. My honesty with colleagues made it easier to rearrange priorities as needed.
I’m a down-to-earth executive. I think I’ve helped people, especially working mothers, see that advancement is an option at Principal.
No 'right way' to grow
I’m a mentor for young professionals and executives in the finance industry, so I use my experiences to help others find their career paths. I co-founded and led the first women’s executive leadership group at Principal, Women in Leadership, to develop talent and foster networking. I hope to offer a different image of what a successful businessperson can be and assure them that there’s no right way to grow.
I’ve talked with young people who aren’t interested in career advancement because they feel they must change who they are. But I remind them to be yourself at work. That’s why they hired you and have given you opportunities.
I’m passionate that different perspectives at work foster better decisions and, ultimately, better business. If team members can bring their full selves to the office, they’ll be more productive and happier.
Encouraging diverse teams, and leading those teams, ensures everyone has a voice. It’s the first foundation to making sure everyone finds their way to that fearlessness at work.
